In-Group Dynamics:
When speaking of how groups are divided up into leaders and followers it is important to note the qualities that are desired by the entire group and how those traits are used to influence which roles individuals assume. Many individuals commonly agree upon several core traits that are required to influence and affect change in the moods of others. The ability to lead is often driven by the charismatic and otherwise influential manner that select individuals are capable of, and can help to shift support for leadership in their favor. The ability to lead stems from the capability of individuals who are able to show confidence in their own abilities.
Ming Sing Chai defines leadership as being able to utilize superior interpersonal skills to effect change (28) in mood, temperament, and the desire to follow in others. While many individuals can display these types of qualities the necessity of developing measures by which to identify ineffective leaders is important so as to identify who is truly capable and who will seek to lead but be largely unsuccessful. From physical to psychological traits it has been found that there are a number of qualities that need to be present to be an effective leader. While the physical aspects of a leader are highly superficial and not always adequate indicators of how successful an individual will be, psychological aspects are quite accurate and can help to predict success or failure.
Traits such as self-confidence, honesty, and reliability are often prized in leaders, but can
often be overlooked for less than desirable traits that are masked by adequate personality traits. In selecting a leader the motives inherent in any group must be effectively neutralized as personal connections to prospective leaders can introduce an unwanted bias that could possibly undermine the selection process. Leadership is a role that demands neutrality and a highly objective state of mind so as to remain fair and impartial in dealing with any and all concerns that might arise throughout the individual’s tenure. While interpersonal exchanges in the workplace and other areas where leaders are selected by committee or peers is often acceptable, it is important to remain neutral in matters of business so as to create equality among any given group.
Developed by G. Mukunda, a highly effective but not entirely perfect system by which to define the leadership qualities is called LFP (327), or Leadership Filtration Processes. This system allows for the screening of individuals by attempting to take into account the psychological profile of the individual and how they might handle the role of leadership. It also takes into account the effects of the selection process and how this might affect the individual and their chance of becoming a successful leader. In this manner leaders are often selected from within the affected group, with only extreme leaders being selected from outside of the cohort.
Extreme leaders are those who, according to Mukunda, are typically the outsiders,
individuals that are brought in from outside the cohort or organization to instill order or create a
new path for the group that selects them. Such individuals have a very even possibility of failure
as well as success, as they are in a sense unknown variables that can be beneficial or detrimental
rank of leader, finding that they have taken the measure of the individuals in their group and can
reliably depend upon their decision. In business particularly an extreme leader is often only
brought in when change is required and/or desired.
In the instance that an extreme leader is brought into the fold, usually as a last resort due to unresolved issues within an organization, it is seen to be a temporary fix. Going back to the statement that extreme leaders are just as prone to failure as success, such individuals, usually selected by the controlling elite of a company or organization, will be inducted into the workplace as a means of solving a particular problem that cannot be resolved without continued conflict. In such matters the selection of a leader has less to do with personality and psychological traits than it does experience and the history of the selected individual. Such leaders are often an attempt to discover leadership qualities among those within the organization by proxy.
As social networks are an inevitable part of life on a daily basis for many individuals, the necessity of one or more selected leaders is an important aspect of any group, professional or otherwise. Without a defined and capable leader many organizations remain loose and quite chaotic, finding no central hub around which they can gather and express their ideas and concerns. The role of a leader according to Mahdi is to become that central node (580) upon which the social network of the workplace is dependent. In order to make sense of the workplace a leader must be present and must be capable of coordinating the opinions, ideas, and concerns of those who have selected them for their position.
Typically the selection process for a leader is long and extensive and takes into account
many different qualities of the interested parties. Those who actively seek leadership are often
seen as confident, ambitious, and even innovative at times, while those who might display such
qualities but do not seek authority in any manner are often overlooked. There is no true test that
can determine the overall worth and success of a leader, but the statistical data that is gathered as
a common practice of determining a leader is often quite accurate. In observing and recording the individuals that are to be considered for a leadership role it is possible to ascertain how successful an individual might be, and whether they can fulfill the role.
Mckenna and Campbell go further into the qualities of being a leader (2), describing that a leader must be able to look past themselves and focus more upon the task at hand. While leaders are often carefully selected for desirable personality and even physical traits, they are still prone to fixating upon their position and the power it affords them, becoming highly subjective to their task and those around them. This is a pitfall that leaders often discover early on in their
tenure. In order to focus more upon the act of being a leader and remain objective a leader must look past their own personal relation to the job and to those around them and remain an objective and professional fixture in the workplace and amongst their peers.
Any individual that is considered for the role of a leader is commonly seen as a person who has great interpersonal skills and can direct the workplace in a professional manner. Such an individual is often selected from the existing ranks of an organization based upon several personality traits as well as a proven track record of successful experiences. The act of selecting a leader takes into account far more than just the nature of an individual’s professional successes however. A leader is someone who can inspire others and can motivate their followers.
There are many qualities that are sought in a leader, and most have to do with personality
and the psychological profile of the individual. While many traits can define and elevate an
individual to the rank of leader it is necessary to possess several core traits that can contribute to
success in such a position. Confidence, self-esteem, reliability, and honesty are just a few,
though confidence is a key trait that can affect many others. To manage a successful workplace
an individual must have confidence in their own capabilities.
Works Cited
Chai, Ming Sing. “Personality and Leadership Qualities among Student Leaders.” American
Mahid, Jalili. “Effects of leaders and social power on opinion formation in complex networks.”
Simulation 89.5 (2013): 578-588. Print.
Mckenna, Robert & Campbell, G. Victoria. “The Character X Factor in Selecting Leaders:
Beyond Ethics, Virtues, and Values.” The Journal of Values-Based Leadership 4.2
(2011): 2-10. Web.
Mukunda, G. “Indispensable-When Leaders Really Matter.” Scandinavian Journal of
Management 29 (2013): 325-330. Print.
